HRD in a Culturally Diverse Environment

1. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 1 HRD in a Culturally Diverse Environment Chapter 14

2. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 2 Questions to Consider - 1 What is the current status of women and people of color in the U.S. workforce? Is there a “glass ceiling” that limits the advancement of women and people of color in U.S. organizations?

3. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 3 Questions to Consider - 2 How do equal employment opportunity, affirmative action, and managing diversity differ? How effective are the diversity training programs that are used by organizations?

4. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 4 Questions to Consider - 3 What can organizations do to better prepare their employees to deal with cross-cultural issues, especially if they are sent to work in another country? What types of HRD programs can organizations use to develop and promote a more culturally diverse workforce?

5. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 5 Workforce Diversity Increased attention to recruiting, hiring, and developing a more diverse workforce. Greatest amount of attention has been paid to racial and gender diversity. Other forms of diversity are increasingly being considered: Nationality Language Ability/Disability Religion Lifestyle

6. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 6 Organizational Culture Definition: “A set of shared values, beliefs, norms, artifacts and patterns of behavior that are used as a frame of reference for the way one looks at, attempts to understand, and works within an organization.”

7. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 7 Organizational Culture and Workforce Diversity What is the impact of increasing workforce diversity on organizational culture? People from diverse cultures (or subcultures) often possess different assumptions, values, beliefs and experiences. What can be gained from this richness of experience? What are the potential problems with such diversity?

8. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 8 Labor Market Changes and Discrimination Two main forms of discrimination: Access discrimination – Jobs are unavailable (or less available) to people with certain characteristics or backgrounds. Treatment discrimination – People are treated differently after they are hired (e.g., in the training or promotion opportunities available).

9. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 9 Labor Market Changes and Discrimination Treatment discrimination against women in organizations Promotion Pay Sexual Harassment What evidence is there of progress in these areas? Where are there still significant disparities or problems?

10. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 10 Labor Market Changes and Discrimination Sexual harassment Unwanted sexual comments or behavior at work. Two main forms: Quid pro quo Hostile work environment

11. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 11 Labor Market Changes and Discrimination Treatment discrimination against minorities in organizations Promotion Racial Harassment What evidence is there of progress in these areas? Where are there still large disparities or problems?

12. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 12 Labor Market Changes and Discrimination Equal Employment Opportunity (EEO) Title VII of the 1964 Civil Rights Act and other federal laws make it generally unlawful for employers to make decisions based on: Race Color Sex National origin Age Disability/Handicap Veteran’s Status Pregnancy

13. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 13 Labor Market Changes and Discrimination Equal Employment Opportunity Monitored by the Equal Employment Opportunity Commission (EEOC). Federal Civil Rights laws cover: All races All colors Both genders Glass ceiling – An invisible but impenetrable boundary preventing women and minorities from advancing to senior management levels.

14. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 14 Adapting to Demographic Changes Affirmative Action Programs Initiated in 1965 by Executive Order 11246. Focus on government agencies and contractors. Monitored by the Office of Federal Contract Compliance Programs (OFCCP). Promotes efforts “to bring members of underrepresented groups… into a higher degree of participation in some beneficial program.” Most often targeted at women and minorities.

15. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 15 Adapting to Demographic Changes Steps to meet Affirmative Action (AA) requirements: Written policy statement on EEO/AA. Designated AA officer. Publicized EEO/AA policy statement. Labor market analysis. Goals and timetables established for any underrepresented group. Specific programs to achieve these goals. Internal reporting system. Internal and external support systems for AA.

16. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 16 Adapting to Demographic Changes Why is Affirmative Action such a volatile topic in the U.S.? What is happening in the courts and in State legislation that is impacting affirmative action? How effective have affirmative action efforts been in promoting racial and gender diversity in the U.S. workforce?

17. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 17 Adapting to Demographic Changes Valuing differences and diversity training Creating an environment where “each person’s cultural differences are respected” (Walker). Basis for much of the diversity training conducted since 1980. Goal: to make employees aware of their attitudes towards others, and increase their understanding and acceptance of others.

18. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 18 Adapting to Demographic Changes Effectiveness of diversity training programs: Anecdotal evidence of increasing awareness from “valuing differences” approach. Concern for lack of tangible outcomes from this approach, plus charges that it is too often driven by a “political” agenda.

19. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 19 Adapting to Demographic Changes Managing diversity: “A comprehensive managerial process for developing an organizational culture that works for all employees” (Thomas). Seeks to “create a level playing field for all employees without regard to cultural distinction.” Goes beyond affirmative action or valuing diversity.

20. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 20 Comparing Affirmative Action and Diversity Management Affirmative Action Reactive, based on law/moral basis Not directly linked to team building Emphasizes women and people of color Emphasizes employees Diversity Management Proactive Emphasizes building diverse teams Inclusive Diversity internally and externally

21. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 21 Adapting to Demographic Changes Requirements for managing diversity: A long-term commitment to change. Substantive changes in the organizational culture. A modified definition of the leadership and management roles. Both individual and organizational adaptation. Structural changes. (Ivancevich & Gilbert, 2000)

22. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 22 Adapting to Demographic Changes Effectiveness of managing diversity approaches: Anecdotal evidence of success using this approach. Lack of strong empirical evidence for overall effectiveness. Must ensure that efforts are strategic, proactive, and grounded in solid empirical and theoretical research.

23. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 23 Cross-Cultural Education and Training Programs Impact of globalization: numerous employees sent on expatriate assignments. Common elements of cross-cultural training: Raise awareness of cultural differences. Focus on ways that attitudes are shaped. Provide factual information about each culture. Build skills (e.g., language, non-verbal communication, stress management, and adjustment skills).

24. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 24 HRD Programs for Culturally Diverse Employees Existing HRD programs can be used to promote cultural diversity: Socialization and orientation Career development Mentoring women and minorities Sexual and racial harassment training

25. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 25 Some Concluding Thoughts on HRD and Cultural Diversity - 1 The past forty years have seen real progress in promoting cultural diversity in the U.S. workforce. However, this progress has occurred very slowly, and there is still a long way to go.

26. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 26 Some Concluding Thoughts on HRD and Cultural Diversity - 2 Legal efforts (EEO, AA) have had some impact. Efforts based on moral imperatives (“The right thing to do,” AA, diversity training) have had some impact. Efforts based on economic arguments (diversity management) have had some impact.

27. 2/27/2012 DeSimone et al. (2002) HRD3e CH15 27 Summary Managing a culturally diverse workforce requires a long-term, integrated effort. Success is most likely with: Top management commitment. An inclusive view of diversity. Actions based on a combination of legal, moral, and economic arguments. Coordinated HRD efforts that promote diversity. Diversity defines our world. How will you respond?